queen elizabeth ii medical centre trust corporate …

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QUEEN ELIZABETH II MEDICAL CENTRE TRUST

CORPORATE BUSINESS PLAN2020-2025

F O S T E R I N G I N N O VAT I O N , C O L L A B O R AT I O N & E X C E L L E N C E

2 Q U E E N E L I Z A B E T H I I M E D I C A L C E N T R E T R U S T

ACKNOWLEDGMENT OF COUNTRY

The Queen Elizabeth II Medical Centre Trust acknowledges the Traditional Owners of the land, the Whadjuk people of the Noongar nation and pay our respects to Elders past, present and emerging.

We recognise the unique and incomparable contribution the Whadjuk people have made and continue to make to our culture and in our community.

The QEIIMC Trust recognises, respects and values Aboriginal cultures as we walk a new path together.

CONTENTS2 Acknowledgement of Country4 Strategic Priority Areas 2020-20255 Queen Elizabeth II Medical Centre Land6 Statement of Strategic Intent7 Strategic Management Framework

8-13 Key Operational Deliverables8 Planning

9 Campus Management

10 Integration

11 Statutory Mandate

12 Strategic Communication & Branding

13 Sustainability

14 Our Services


STRATEGIC PRIORITY AREAS 2020-2025

P L A N N I N G C A M P U S M A N A G E M E N T I N T E G R AT I O N S T AT U T O R Y

M A N D AT ES T R AT E G I C

C O M M U N I C AT I O N & B R A N D I N G

S U S T A I N A B I L I T Y

Managing the Campus leasing

strategy including to accommodate future planning

needs. Supporting functional Campus facilities, services

and operations including vehicular,

pedestrian and traffic management.

Innovatively planning, delivering

and maintaining the relevance of the QEIIMC Master Plan.

Facilitating the integration of health

care, research and education between

Campus tenants.

Governing the Trust’s statutory

mandate effectively and efficiently

and supporting the financially

independent and security.

Supporting the Trust to (and Campus) to

have a reputable image and branding for all internal and

external stakeholders.

Ensuring safety and environmental and socially sustainable

outcomes for the Campus.


QUEEN ELIZABETH II MEDICAL CENTRE LAND

PERCENTAGE OF DEVELOPABLE LAND4% Rooftop garden (above total site area)

33% Landscape + tree canopy (+17%)

25% Car parks, roads, paths (includes other asphalt and impervious surface) (-14%)

41% Building footprints (-4%)

EXISTING PERCENTAGE OF DEVELOPED LAND16% Landscape + tree canopy (includes Water Corp. site)

39% Car parks, roads, paths (includes other asphalt and impervious surfaces)

45% Building footprints

In late 2019, the QEIIMC Trust launched a new Master Plan for future development of

the 28.4 hectare Reserve. The Master Plan 2019 provides a 50 year planning framework

to guide investment and decision making for the Campus.The Master Plan provides an

increase of gross floor area to the QEIIMC campus of up to 48% of the current area and

also encourages efficiency, sustainability and long-term growth.

To view the Master Plan 2019, visit: qeiimcfutures.com.au

http://qeiimcfutures.com.au


STATEMENT OF STRATEGIC INTENT

OUR SERVICES

OUR VALUES

OUR OBJECTIVESTo foster and support a Campus that provides innovation,

collaboration and excellence in clinical care, medically related

research and tertiary education for Western Australians.

• Campus Management and Planning

• Gardens and Grounds

• Parking and Sustainable Access

• Campus Communications

• Trust Corporate Services

• Innovation: We are committed to supporting innovation that enhances the quality of care, research and learning.

• Collaboration: We support systematic collaboration and a Campus wide approach to planning and development.

• Excellence: We aim to facilitate and encourage the highest quality (medical) services and facilities.

• Responsive: We adapt to the ever changing environment and are responsive to the needs, values, and preferences of patients, their families, and our colleagues and community.

• Community: We take our societal responsibility seriously and are constantly searching for collaborative ways to improve the health and well-being of our Medical Centre community.

• Ensure the QEIIMC Reserve is developed, controlled and managed within the existing geographic,

environmental and functional constraints in a planned and methodical way and in accordance with the

purpose of the Queen Elizabeth II Medical Centre Act 1966.

• Ensure the development of the QEIIMC Campus is achieved through a cooperative approach between the

QEIIMC Trust, campus stakeholders, and the relevant clinical, academic and professional organisations

providing their excellent services and facilities to the Medical Centre and the State.

• Ensure the provision of appropriate Campus facilities to support clinical operations research and teaching of

undergraduates and graduates in medicine, nursing and allied health professions.

OUR VISIONA dedicated medical centre campus internationally recognised for excellence in clinical

care, medically related research and tertiary education.

OUR MISSION


STRATEGIC MANAGEMENT FRAMEWORK

PLANNING CAMPUS MANAGEMENT

INTEGRATION STATUTORY MANDATE

STRATEGIC COMMUNICATION

& BRANDING

SUSTAINABILITY

Ů OUR HORIZON GOALS

Ů OUR CORPORATE PRIORITIES

Ů OUR BUDGET

Ů OUR KEY PROJECTS

Ů REGULATORY AND GOVERNMENT POLICY REQUIREMENTS

STRATEGIC PLAN 2020-2025O U R V I S I O N

O U R M I S S I O N

O U R O B J E C T I V E S

O U R S E R V I C E S

ACT, STRATEGIES & PLANS

PRODUCT

QEIIMC TRUST

INPUT OUTPUTS

• QEIIMC Act 1966

• QEIIMC Trust Strategy 2020-2025

• QEIIMC Design Guidelines

• QEIIMC Master Plan 2019

• QEIIMC Operational Plan

• Asset Management

EXTERNAL TRENDS• Social

• Economic

• Environmental

• Demographic

ANNUAL

HORIZON 1 (2021)

• Annual report

• Budget

• KPIs

• Compliance Return

• Financial & Performance Audit

• Internal Audit Plan

• Internal Reporting

HORIZON 2 (2023)

• Deliverables

• Deliverables

HORIZON 3 (2025)• Deliverables

O U R V A L U E S


PLANNINGCAMPUS PLANNING: KEY OPERATIONAL DELIVERABLES 2021 2023 2025Promote and implement the QEIIMC Master Plan 2019.

Plan and implement the QEIIMC Design Guidelines for development of the reserve.

Establish and implement a Governance Framework for Campus developments.

Review Campus Development Governance Framework.

Collaborate with new and existing tenants regarding future space needs (i.e. New Women’s Hospital).

Develop a Cultural and Heritage Framework to celebrate and recognise heritage, cultural connections to place and Campus history.

Partner with North Metropolitan Health Service (NMHS) to review utilities in the context of future needs of the Campus.

Review the ownership and management of Campus Utilities.

ACCESS: KEY OPERATIONAL DELIVERABLES 2021 2023 2025Partner with the Department of Transport, City of Perth (CoP) and Department of Planning, Lands and Heritage to seek improvements to short and

medium term access to and from the Campus.

Review effectiveness of current TravelSmart initiatives and plan for new alternative transport initiatives.

Update and implement a new QEIIMC Travel Plan.

Partner with the City of Perth and Department of Planning, Lands and Heritage to support the development of the QEIIMC/University of Western

Australia (UWA) Specialised Activity Centre Structure Plan.

Assess the impact of QEIIMC/UWA Specialised Activity Centre Structure Plan and continue supporting CoP transport initiatives.


CAMPUS MANAGEMENTTENANT MANAGEMENT: KEY OPERATIONAL DELIVERABLES 2021 2023 2025Continual review and improvements of lease management plans and tools.

Application and implementation of lease management plans and standard lease arrangements.

Develop appropriate documentation for new tenant’s induction to the Campus.

Regularly review and improve tenant engagement and communications.

Review Lease Management Plans

GROUNDS & FACILITIES: KEY OPERATIONAL DELIVERABLES 2021 2023 2025Finalise, implement and actively manage arrangements with NMHS for maintenance of reserve (including site infrastructure) and the provision of

common area security services.

Develop and implement a detailed and staged Landscaping Implementation Plan to improve public realm in line with the Master Plan.

Continual review and improvements to pedestrian and car park wayfinding signage for the Campus.

Consider digital wayfinding for the Campus.

Finalise and implement a digital wayfinding solution(s).

Partner with parking contractors to plan and implement parking systems improvements.

Consider alternative parking app technology to Campus for both visitor and staff parking.

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INTEGRATIONINTEGRATION: KEY OPERATIONAL DELIVERABLES 2021 2023 2025Develop a report to Government reviewing the scope of the current powers of the Trust under its legislation.

Review report to Government regarding the scope of current powers of the Trust under its legislation. Implement new report.

Collaborate with the QEIIMC Emergency Planning Committee to continue the development and implementation of a campus Emergency Planning

Framework and Emergency Management Plans (including resources).

Review Emergency Planning Framework.

Identify and implement initiatives for the Trust to consider in assisting with greater integration of the work of Campus tenants.

Prepare an analysis to consider and determine the role of the Trust as participant in the integration of health care, research and education on

Campus

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STATUTORY MANDATEROLES & RESPONSIBILITIES: KEY OPERATIONAL DELIVERABLES 2021 2023 2025Develop paper in support of Ministerial 5 year review of QEIIMC Trust Act and implement recommendations.

Review and contemporise Campus By-laws/regulations.

Review Disability and Discrimination (DDA), Occupational Health and Safety (OHS), Equal Opportunity (EO) legislation principles and application.

Apply updates and changes identified in the review of applicable legislation and application.

Review and update Trust Governance processes including Charter and Board structure.

Review and update the Risk Management Framework.

Review and update Trust policies, procedures and manuals.

Review Trust Strategic Plan.

FINANCIAL: KEY OPERATIONAL DELIVERABLES 2021 2023 2025Review and support ongoing development of financial systems including policies, processes, procedures and resources.

Finalise and implement corporate and finance service arrangements with NMHS/Health Support Services (HSS).

Support continual periodic internal audits of the Trust operations.

Review and develop a long term financial planning model and systems.

Continual review of tenant charging regime principles and application thereof for recovery of variable outgoings.

Review existing financial systems, revenue and expenditure arrangements, tenant charging regime and auditing processes.

Review corporate and finance service arrangements with NMHS/HSS.

Further develop long term financial planning model for capital funding streams and additional revenue streams.

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STRATEGIC COMMUNICATION & BRANDINGSTRATEGIC COMMUNICATION & BRANDING: KEY OPERATIONAL DELIVERABLES 2021 2023 2025Develop and implement a Communication, Engagement and Branding Framework.

Build and strengthen the branding of the Trust.

Improve and enhance communication and engagement with Campus tenants and neighbouring organisations.

Encourage capabilities linking and matching industry, government and funders to the capabilities of QEIIMC resources (researchers and

practitioners).

Investigate appropriateness of developing specific skills to link and match industry, government and funders to QEIIMC resources.

Actively facilitate and encourage capabilities linking and matching industry, government and funders to the capabilities of QEIIMC resources as

appropriate.

Review effectiveness of communication, engagement and branding plans.

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SUSTAINABILITYSUSTAINABILITY: KEY OPERATIONAL DELIVERABLES 2021 2023 2025Develop and implement a sustainability framework for the Campus and engage with tenants to establish efficient and sustainable systems.

Engage with NMHS Facilities Management to improve Greenstar rating of Campus utilities.

Review Trust policies in regards to applying the Greenstar ratings program to the Campus.

Support and implement the Campus Forest design principles to future works on the Reserve.

Research Campus capacity to become virtually self-sustaining in the context of energy and water use and develop appropriate policy.

Q U E E N E L I Z A B E T H I I M E D I C A L C E N T R E T R U S T1 4

•Maintenance of 28.4 hectares of land

PARKING & SUSTAINABLE ACCESS• Parking•Alternative transport• Volunteer buggy service• Smoke free campus

•Map, brochures, publications•On-line communications

OUR SERVICESCAMPUS MANAGEMENT & PLANNING•Master planning and development• Leases•Wayfinding• Tenant Charging

GARDENS & GROUNDS

CAMPUS COMMUNICATIONS

CORPORATE SERVICES•Administration• Board secretariat• Statutory governance and reporting

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